New Age Management and Search Vendors
March 30, 2014
I once saw a cartoon with the caption “Ready, Fire, Aim.” The artist showed the person with a handgun pointing the barrel at his head. I am not too keen on the Ready, Fire, Aim approach to walking my dog. When it comes to figuring out what to do for money, I eschew the Ready, Fire, Aim as well.
Not for some whizzy Silicon Valley type management theorists and practitioners. Navigate to “Tom Erickson of Acquia, on the Philosophy of Ready, Fire, Aim.” If the real journalists take the story down, you can find it in the dead tree edition of the New York Times, page 2 of the Sunday Business Section for March 30, 2014.
I like spontaneity, but I don’t want Max and Tess to chase after a poodle. My boxers like to play rugby. Poodles like to knit, do yoga, and bite socks. So, no Ready, Fire, Aim when I have to take my senior advisors for their daily constitutionals. With regard to money, I take the alleged Ben Franklin aphorism, A penny saved is a penny earned seriously. Ben, as you may know, went with the Ready, Fire, Aim approach to interpersonal relations and was sent home from France if I recall my history teacher’s anecdote correctly.
The New York Times, an outfit that has faced some management challenges, has in its files some data about one of its Ready, Fire, Aim ideas: The New York Times Online. If I recall that system, it was a flop. Coming on the heels of killing the exclusive with LexisNexis, not only did the gray lady real journalists blow off seven figures of easy money, the NYT floundered through multiple online systems. Will the real journalists get their money back on that Ready, Fire, Aim decision and its financial consequences? I don’t think the jury is in, but in my view, some accounting magic may be needed since that decision 30 years ago.
What’s Ready, Fire, Aim management?
According to the write up, nicely presented by the real journalists. I noted this sentence alleged spoken by Mr. Erickson of Acquia, a outfit that “Acquia gives organizations unparalleled FREEDOM [sic] to unify content, community and commerce.” In short, Acquia is a services firm based on open source technology. How much hotter a market sector is there?
Now Mr. Erickson’s statement, attributed to his farther:
“We need to be on the forefront of what’s next.”
For those who believe in the power of technology and innovation, this is an important lesson. “Forefront” and “what’s next.” The problem, of course, is that figuring out what’s next is tough. Money doesn’t do it. Brains in masses don’t do it. I am not sure what produces innovation. Elasticsearch, an open source search vendor built on the ashes of Compass, has sort of just happened.
The next component of Ready, Aim, Fire struck me as tucked into this statement allegedly made by Mr. Erickson:
“I learned that I could sell.”
Okay, the ability to solve a person’s problems, be spontaneously helpful, and function like a fraternity or sorority president are part of Ready, Fire, Aim. (Well, maybe selling and Ready, Fire, Aim are not exactly management, but let’s move forward, shall we?)
Ready, Fire, Aim and selling combine in this way:
People would try to tell me, “We need to do things differently here.” I’d say, “No, this is how you stay on message, on target.”
The formula worked in Australia, France, Japan, and obviously in the US of A.
With these tantalizing knowledge tchotchkes, the threads are stitched together into one seamless insight:
One thing I preach a lot about is the importance of “ready, fire, aim.” There are people in the world who are ready-aim-fire types. If I sense from an interview that they are a ready-aim-fire person, I’ll tell them: “I don’t think this is the right place for you.
Mr. Erickson does not want colleagues who are interested in a job “where precision matters and the ability to get the right answer will be valued.”
Let’s think about this searing notion. Mr. Erickson (hypothetically) has a medical problem. Does he seek out health care with a track record of performance, maybe based on excellent training, evidence based medicine, and in touch with modern devices? Or, does Mr. Erickson seek out a health care professional who does the “Ready, Aim, Fire” thing? My hunch is that the decision will lean toward a professional or system where precision and the ability to get the “right answer” are important. Guessing, hunches, and random medications—probably not in the cards I would suggest.
What’s this have to do with search and content processing?
In my view, Mr. Erickson’s management philosophy is likely to work sometimes. But what works for more companies is rather less loose and spontaneous. Products and services are offered. Contracts are signed. Stuff happens and the customer pays the bills. Government regulations are followed (at least one hopes). People get paid. These are routine management functions. Many venture funded companies are not particularly skilled in these administrative swamps.
In my experience, the work of whizzy open source and proprietary search and content processing companies is raising money, generating revenue via agility, and exiting with a profit for the founders. The disconnect between the objective of the customer and the goals of the employees is often visible for those who take the time to look for signs of a discontinuity. Chaos produces visible activity. Chaos does not lead to consistent results. Even Google hired an adult and has tried to become more businesslike.
My view is that Ready, Fire, Aim may result in feeding the lucky Kentucky hunter a dead squirrel for lunch. But for most activities from walking the dog to figuring out how to earn a living, Ready, Aim, Fire is a cartoon-like caricature of quite complex and subtle activities. Too much rigidity is as unproductive as too much looseness.
Remember that gun pointed at the cartoon figure? Is that your idea of a thoughtful, insightful, and responsible behavior? The woes of companies that take the Ready, Aim, Fire approach to business is the trail of failures documented in the profile at www.xenky.com/vendor-profiles.
For me, sales skill does not equal innovation. Ready, Aim, Fire does not equate to management expertise. For the New York Times and the funding entities pumping tens of millions into duplicative search and content processing vendors, where is that gun pointed? A company that has lost money for five, 10, or more years is likely to lose money next year? Ready, Aim, Fire is humorous except to those who want their money back, customers who want a problem solved, and employees who want to work in a stable organization.
Success is tough to plan, but should one manage using the methods of a drive by shooter?
Stephen E Arnold, March 30, 2014
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